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Mike Orlov

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  • Man’s main task is to give birth to himself, to become what he potentially is.” – Erich Fromm

About

Mike is passionate about improving interactions between individuals and facilitating the release of people’s full potential. Recognising dialogue as being the main driving force behind any business, creating alignment amongst individuals and developing robust value-driving operations for any company is Mike’s number one focus.

Having completed an executive MBA in 2004, achieving a distinction and invited to study for an executive PhD, Mike underpins his commercial experience with a robust business academic foundation and is committed to continuous learning.

Balancing intellectual rigour with an experienced and practical approach, Mike has spent 35 years in the media, marketing and communications industries. He has been a publisher of magazines in the UK and the UAE, ran a national newspaper advertisement sales team in the UK, held a board directorship at the London Evening Standard and been a director of one of Northern & Shell’s businesses. Having launched media brands in Dubai for ENG Media, Mike was also Chief Performance Officer for the media intelligence firm News Group International, before taking the Chief Executive role at Primedia International, a GCC based organisation headquartered in Bahrain.

Professional Experience

  • Partner: SteppingStone Global
  • Chief Executive: Primedia International
  • Chief Performance Officer: News Group International
  • Publishing Director: ENG Media
  • Executive Director: Job Opportunities
  • Commercial Director: Northern and Shell
  • Advertisement Director: London Evening Standard
  • Advertisement Manager: The Mail on Sunday
  • Publisher: Travel Weekly and Executive Travel
  • Publishing Manager: Marketing
  • Advertisement Manager: Campaign and Management Today
  • Sales Executive: Computing and Datalink

Specialisation

  • Reflective strategist
  • Action-orientated tactician
  • Sales focused revenue-driver
  • Waste-controlling business management
  • Ensuring planned transformations become realities
  • Allocation of resources matching capabilities to aspirations
  • Focus on building human capital and organisational capital
  • Alignment optimised across all interdependent departments
  • Conceptualising of possibilities through developing achievable aspirations
  • Enabling individuals, and organisations, achieve new realities on a daily basis
  • Value development through encouraging and stimulating effective communication
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